【正文】 Executive Credibility 13 Cultural Compatibility 14 Informal Decision Criteria 15 Political Alignment ? Who in the customer’s anization wants us to win? ? What have they done to indicate their support? ? Are they willing and able to act on your behalf? ? Do they have credibility within their own anization? age ? Which executive(s) will affect or be affected by this decision? ? How have you established trust and credibility with them? ? How will you gain access to those executives? ? What is your plan to gain return access to them? ? What is the customer’s culture? ? How does this pare with our pany? ? What is the customer’s philosophy towards vendors and suppliers? ? Can we adjust or adapt? Do we want to? ? How will the decision really be made? ? What intangible, subjective factors could affect this decision? ? What are the unstated issues? ? Whose private opinions do we know? Which ones count? ? Who are the most powerful people involved in this decision? ? Do they want us to win? Why? ? Are they able to influence or change the decision criteria? ? Can they create a sense of urgency? How have they demonstrated this in the past? Systems, Inc. All rights reserved. * Page Is It Worth Winning? 16 ShortTerm Revenue 17 Future Revenue 18 Profitability 19 Degree of Risk 20 Strategic Value ? What is the order amount? ? Does it exceed our threshold? $ ________ ? When will it close? ? Is it within our time frame? ________ days ? What is the potential for future business within the next year? Within the next three years? ? Does it exceed our thresholds? ? How is this project or application linked to future revenue? ? How will you ensure customer promises bee mitments? ? What is the projected profit on this sales opportunity? ? Does it exceed our profit threshold? ? What impact will discounts have on profitability? ? How can we improve the profitability on this opportunity? ? How could we cause our solution to fail? ? What are the critical dependencies in delivering value to the customer? ? How could the customer cause our solution to fail? ? What is the impact on our business if the solution fails? ? What is the value of this opportunity to us beyond the revenue? ? How does this opportunity fit in our business plan? ? How can we leverage this opportunity into revenue from other panies or markets? ? How will this opportunity help us improve our product or service? age Systems, Inc. All rights reserved. * Page Individual Exercise: Current Opportunity Step 1 ? Use your current sales opportunity and plete the Opportunity Assessment on page ? Identify your primary petitor Step 2 ? Rate your position against each criterion: (+) if it is accurate, known and favorable (–) if it is unfavorable (?) if it is unknown Step 3 ? In the shaded column, rate your petitor’s position 7/12/XX DATE COMPETITORS OUR CO. + ? + XSys + + ? FINISH BY: Page 169。 2 0 0 0 Si e b e l S ys te m s , I n c . A l l r i g h ts r e s e r v e d . T A S . ST D . O T E. 0 7 0. 0 1 . 1 2 05 9 7 . 0 6 01 0 0 . p p t P a g e 1 . 41P a r t n e r A s s e s s m e n t W o r k s h e e tI s t h e r e a no p p o r t u n i t y ?( 1 5 )? U n d e rs ta n din g th e c u s to m e r’s a p p lic a tio n o r p ro je c t? P ro v id in g a p e rs p e c tiv e on th e c u s to m e r’s fin a n c ia l c o n d itio n? U n d e rs ta n din g th e c u s to m e r’s b u d g e tin g p ro c e s sC r e a ti n g o r u n c o v e r i n g a c o m p e l l i n g e v e n tC a n w ec o m p e t e ?( 6 1 0 )C a n w e w in ?( 1 1 1 5 )I s i t w o r t hw i n n in g ?( 1 6 2 0 )K n o w le dg e o f the c us tom e r’s fo rm a l d e c is io n c rite ria? P r o v i d i n g s o l u ti o n s t h a t l e a d t o w h o l e p r o d u c t s o r c o m p l e t e s o l u ti o n s? U n i q u e s a l e s r e s o u r c e sE x i s t i n g r e l a ti o n s h i p s w i t h k e y p l a y e r s? U n i q u e b u s i n e s s v a l u e b e y o n d y o u r sA c c e s s a n d c r e d i b i l i t y a t t h e e x e c u t i v e l e v e l? U n d e rs ta n din g o f th e c u s to m e r’s c u ltu re? K n o w le dg e o f the c us tom e r’s in fo rm a l d e c is io n pr oc e s s? A c c e s s to th e m o s t in flu e n tia l p e o p le in th e c u s to m e r’s o rg a n iza tio n? U n d e r s ta n d i n g th e l i n k a g e o f th e p r o j e c t t o fu t u r e r e v e n u e? R e d u c in g th e ris k s a s s o c ia te d w ith th e p ro je c t’s im p le m e n ta tio n? D e v e l o p i n g a s o l u ti o n th a t p r o v i d e s s i g n i f i c a n t s t r a t e g i c v a l u eE x a m p l e s Y o u r O p p o r t u n i t yH o w ca n y o u r b u s in e s s p a rtn e r h e lp y o u w ith …P a g e 1 . 2 2 Systems, Inc. All rights reserved. * Page Purpose ? Provide you with a framework for developing a winning strategy Benefits ? Align your sales objectives with the customer39。 therein lies their vulnerability. Origin of Strategy age Systems, Inc. All rights reserved. * Page Frontal Competitive Strategies age ? No Compelling Event OR ? No UBV ? Compelling Event exists/or you can create one AND ? You have UBV Position Attack Systems, Inc. All rights reserved. * Page Frontal Strategy Definition A frontal strategy is a direct approach based on the customer’s perception of your overwhelming superiority in solution, price or reputation. Guidelines/Caveats Variations age ? 3:1 advantage ? Requires size, speed or surprise ? Resource intensive (8) ? Blatant/obvious ? Most often used and easily defeated strategy ? Features/price/per